Why preparing the next generation of leaders may be the most important responsibility of those currently in power.

I've been thinking a lot lately about succession planning, and what happens when leaders become so central to an organization that nobody is prepared to replace them.

Three seemingly unrelated things have been on my mind: Brazilian politics, the HBO series Succession, and one of my favorite sitcoms of all time, Seinfeld.

They have more in common than you might think. And I believe there's an important lesson here for anyone who leads an organization, manages a team, or has ambitions to advance their career.

When leaders become bigger than the institutions they lead

I'm originally from Brazil, and the country's political history offers a fascinating case study in leadership succession.

In October 2022, Luiz Inácio Lula da Silva, better known as Lula, won Brazil's presidential election against Jair Bolsonaro by the narrowest of margins: 50.9% to 49.1%.

Putting politics aside, which I appreciate is difficult given how divided Brazil has become, I found myself asking a question that had little to do with the election results themselves.

Why, after so many years, was Lula still the person his political party needed to bring back to power?

Lula had already served two presidential terms, from 2003 to 2010. He was one of the most recognizable political leaders in Brazil, and his influence extended well beyond his time in office. Yet more than a decade after leaving the presidency, his party still depended heavily on his personal leadership and popularity.

Whatever your political views, I think this raises an interesting organizational question: What happens when a movement, a company, or an institution becomes so dependent on one individual that it struggles to imagine a future without them?

This isn't unique to Brazil. In the United States, Joe Biden initially presented himself as a bridge to a new generation of Democratic leaders. Yet he ultimately pursued reelection in 2024, withdrawing from the race only a few months before the presidential election.

The circumstances are different, of course. Political succession is complicated by democratic elections, party structures, and the personal ambitions of many individuals. But the underlying leadership challenge is familiar.

If the next generation isn't given sufficient opportunity to develop, gain visibility, and establish credibility, organizations risk becoming dependent on the very leaders who should be preparing them for the future.

The Succession problem

If you've watched HBO's Succession, you'll recognize this problem immediately. Logan Roy built an extraordinary business empire. He was powerful, influential, and deeply involved in almost every important decision. But he was remarkably unsuccessful at preparing someone to replace him.

His children competed for his approval and fought among themselves for control of the company. Rather than developing a clear succession strategy, Logan repeatedly created uncertainty about who would take over.

The result was an organization where personal ambition, family dynamics, and power struggles frequently overshadowed good governance. It's excellent television. But it also reflects a genuine challenge faced by family businesses and corporations around the world.

Years ago, I asked a friend who served on the board of an international association supporting family businesses what their members discussed most frequently. His answer was immediate: succession planning.

I wasn't particularly surprised. Family businesses face the added complexity of personal relationships, family expectations, ownership, and professional competence.

But I've seen similar challenges in the corporate world. Organizations invest heavily in business strategy, financial performance, and growth. Yet leadership development, workforce planning, and succession planning don't always receive the same attention.

Sometimes, succession planning becomes urgent only when someone announces their departure, retires unexpectedly, or becomes unable to continue in their role.

By then, the organization may have already lost valuable time.

And that's the problem.

Succession planning is something we should do when things are going well, not something we scramble to address when a leader is leaving.

What Seinfeld understood about leaving at the top

This brings me to Seinfeld. When Jerry Seinfeld decided to end his hugely successful television show in 1998, it was still one of the most popular programs on American television.

He could have continued. The audience was there. The commercial opportunities were enormous. The show was still successful. But he chose to finish while it was strong.

I find that decision fascinating because it challenges something we often see in leadership: the temptation to hold on to success for as long as possible. Of course, ending a television show is very different from handing over the leadership of a company or a political party. And Seinfeld wasn't preparing a successor to take over his sitcom.

But there's a lesson in his decision. He understood that leaving something behind doesn't necessarily diminish what you've built. Sometimes, it protects it.

Seinfeld continues to be watched, discussed, and celebrated decades after its final episode. Its influence can be seen in generations of comedians, writers, and television creators who followed.

The show ended, but its legacy continued. And perhaps that's something leaders should think about more often.

What if the greatest measure of your leadership isn't how long you remain in charge, but how well the people and institutions you've influenced perform after you've gone?

Succession planning is also a career development opportunity

As a career coach, this is where the discussion becomes particularly relevant to the professionals I work with. Many are experienced managers, senior executives, and specialists in their 40s, 50s, and 60s. They've spent years developing expertise, managing complex responsibilities, and delivering results.

Some want to advance into more senior leadership positions. Others are thinking about what their next professional chapter might look like. And I often remind them that career progression requires more than being excellent at their current job. It also requires other people to recognize their potential for future opportunities.

If you're interested in advancing your career, you cannot assume that your manager, your organization's leadership team, or your professional network automatically knows what you want. You need to communicate your ambitions. You need to develop relationships with people who can advocate for you. You need to invest in the capabilities and experiences that will prepare you for the next level of responsibility. And you need to demonstrate that you're capable of contributing beyond the boundaries of your current position.

This is particularly important for experienced professionals who have become indispensable in their existing roles. I've seen talented people become so good at what they do that organizations struggle to imagine moving them elsewhere.

Their expertise becomes both an asset and a limitation.

One of the questions I encourage ambitious professionals to consider is:

If a senior leadership position became available tomorrow, would the decision-makers in my organization think of me as a credible candidate?

If the answer is uncertain, there's work to be done.

That might involve seeking stretch assignments, gaining exposure to different parts of the business, strengthening your leadership capabilities, or making your career aspirations more visible.

It might also mean looking outside your current organization if the opportunities to progress simply aren't there.

And for those already in senior leadership positions, there's another responsibility. Develop the people who might eventually replace you.

Give them opportunities to make decisions, lead important projects, build relationships, and learn from their mistakes. Share what you know. Create the conditions for others to succeed. Because developing a strong successor shouldn't be seen as a threat to your position. It should be recognized as evidence of your leadership effectiveness.

The legacy question

I think we need to reconsider how we define successful leadership. We often celebrate the people who build organizations, win elections, transform businesses, and achieve extraordinary results. We pay less attention to what happens when those individuals leave.

Does the organization continue to thrive?

Are there capable leaders ready to take responsibility?

Has the departing leader created something sustainable, or has the institution become dependent on their continued presence?

These questions matter in politics, family businesses, corporations, nonprofit organizations, and government institutions. They also matter to us as individuals. At some point in our careers, we will all move on from the positions we currently hold.

Some of us will retire. Others will change careers, pursue new opportunities, or choose to work differently. And the organizations we leave behind will continue. Or at least, they should.

I'd like to think that one of the most meaningful things we can accomplish during our careers is to leave people better prepared than we found them.

To build something that continues to work without us.

To create opportunities for the next generation.

And to recognize when it's time to make room for someone else.

Because perhaps the ultimate leadership achievement is building something successful enough that it no longer needs you.

When leadership doesn't move, careers get stuck

I see another side to succession planning regularly in my career coaching practice. More than half of my clients are currently employed. They're experienced, capable professionals who have invested years in their careers, but they're feeling stuck.

Often, it's because their leaders haven't given much thought to their long-term ambitions, haven't created opportunities for internal mobility, or simply haven't prepared anyone to take their place.

These professionals aren't necessarily unhappy with their organizations. Many would prefer to stay. They enjoy their work, respect their colleagues, and believe they have more to contribute.

But they can't see a pathway forward.

Eventually, they face a difficult decision: Do they challenge the status quo, have more direct conversations about their ambitions, and position themselves for internal advancement? Or do they accept that their next opportunity may need to come from somewhere else?

I love working with clients at this stage of their careers because there's often so much untapped potential. Sometimes, a change in positioning, greater visibility, or a more strategic conversation with leadership can open doors. Other times, the best decision is to explore opportunities outside the organization.

The important thing is to stop waiting for someone else to make that decision for you.

If this sounds familiar, I'd be delighted to work with you

I help experienced professionals assess their career options, navigate organizational challenges, position themselves for senior roles, and make confident decisions about what comes next.

Book an introductory meeting with me to discuss your situation, what you'd like to achieve, and how we might work together.

You may not be able to control your organization's succession planning. But you can take ownership of your own career progression.

Executive Presence: The First 60 Seconds of a Leadership Job Interview

How you enter a job interview can shape the panel's perception of you before you answer a single question. In my latest YouTube video, I share the strategies I teach senior professionals to build executive presence, from making a strong first impression to positioning yourself as a peer, not a candidate waiting to be assessed. I also cover the common mistakes that can undermine even the most experienced leaders.

Watch the video on my YouTube channel

Time Out

These are my weekend plans:

• Attend a Halloween party. I am channeling Cate Blachet in Lord of the Wings, and if you want to see my costume, it will make an appearance in my Instagram Stories.
• Watching Practical Magic 2. I don't have the nervous system for horror movies, but I love witches and cauldrons. If the weather is bad, I may watch a few episodes of A Discovery of Witches. 
• After attending the Melbourne Jazz Festival and not feeling very impressed with what I saw (Andre completely disagrees with me; he loved the band), I have been listening to my favorite jazz musicians to make sure I still love jazz, and yes I do: Keith Jarrett, Esperanza Spalding, and Thelonious Monk are back on my playlist.

Celebrating 7 years of The Job Hunting Podcast

I can hardly believe it's been seven years since I started coaching full-time, launched the podcast, and began this incredible journey that now includes growing my YouTube channel. It's been quite a ride, and I continue to enjoy every moment of it.

Thank you for subscribing, for supporting my work, and for being part of this very special community. It means more to me than you know.

I hope I've helped you, somewhere along the way, in a small but meaningful way in your career. I'm so grateful you're here.

RB